Fall 2006 issue of Horizons

The final key to a successful proposal is to ensure that it is understandable by both lawyers and nonlawyers. Both sen- tences (15 words on average) as well as paragraphs (four sentences on average) should be short. Further, proposals should contain small words and simple phases instead of large words and long-winded phrases. The proposal should be written in active voice rather than passive voice. Winning the Deal Prospective clients respond to your verbal communications as well as written proposals. Be a good listener. Pay atten- tion and respond to the prospect's issues and concerns. Listening first and then responding will build trust, which is a critical component in winning a new client. Once you have earned the trust of the prospect and proved how you can offer value, you have virtually won the deal. However, you cannot reasonably accomplish these objec- tives if you rush to close the deal rather than focus on the prospect's specific needs. You must constantly take notice of changes to the current situation and remain aware of how this will affect your client's viewpoint. Finally, you must show your willingness to remain account- able for everything you do. While you may not have all the answers to the prospect's problems, you must be willing to accept your duties and be accountable for any assumed responsibilities. The relationship between the firm and the client is strengthened by targeting prospects that match your firm's abilities and clearly stating solutions and services the firm will provide. After the Deal Is Closed Once the prospect has made its selection, it is important to understand exactly why your firm either did or did not win.

Reflect back on whether you offered services that were in line with the prospective client's needs. Did you clearly explain all the advantages of your proposed solution? Did you win the prospect's trust and demonstrate your technical competency? By answering these questions, you will be bet- ter prepared to approach prospective clients in the future. It often is helpful to ask your current clients what you did to earn their business. Their responses may relate to your expertise or the way you were able to sell your particular approach. They may focus on your credibility and their will- ingness to place trust in you. By understanding why your cur- rent clients value your services, you can better understand your firm's specific strengths. The key to establishing future relationships will be to offer value to new clients by leverag- ing these strengths. Prospects become clients when a law firm builds trust and differentiates itself from its competitors by demonstrating the firm's unique value.

Questions? Contact Don Esstman, CPA Partner-in-Charge, Law Firms Services Group 314-290-3384 don.esstman@rubinbrown.com

44 • summer 2006 issue

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